We’ve got a line we use here at Leadr that goes something like this: beliefs drive habits and habits, either good or bad, are amplified by tools.
It’s something we use as a reminder to ourselves that even though we are building software (a tool), a tool by itself only amplifies, it doesn’t solve.
Directed by this principle then, as we set out to build Leadr we realized in order to build something that would amplify the right habits, we needed to know what we believed about organizational health and employee development. So we came up with a sort of manifesto. How do these beliefs line up with what you believe?
We believe that organizations are made up of a collection of teams, and while these teams share similarities and a certain amount of organizational DNA, the experiences of employees will vary dramatically from team to team.
We believe that people don’t want to be managed, they want to be led and developed.
We believe that team health is a better predictor of future business success, regardless of your KPIs, than any other organizational health metric, and that team health changes over time.
While each team expresses these in different ways, we believe high-performing teams share three primary characteristics: rapport, maximization and clarity.
We believe that when these three characteristics exist across a team, there is a direct correlation to future increased outputs and engagement.
We believe rapport, maximization and clarity can all be influenced, and that the manager holds more influence over these characteristics of team health than any other person.
We believe the weekly 1:1 meeting is the single most important activity a manager can engage in with their employees in order to influence team health, and that the best managers use these meetings to act and think like coaches, mentors and teachers.
We believe people are unique (strengths, personality, aspirations, etc.) and development efforts are most effective when done one to one at scale.
We believe that transparent goals, peer to peer recognition and requested feedback are essential for teams to build rapport, maximization and clarity because these three activities serve to give employees a voice, which is an essential attribute to an engaged and growing workforce.
We believe that while people are statistically poor at rating others accurately, asking for the perceptions of others helps employees grow.
We believe development activities should be continuous rather than static, and that performance reviews are most effective when they serve as a milestone collection of these activities along with a chance to reflect and articulate key learnings.
We believe in the future workplace, where every manager is a coach and every employee has a voice, effectively developing leaders at every level of the organization.
We’ve built Leadr on top of these beliefs asa people development software that helps managers become coaches, creating high-performing teams in the process.